Notice is hereby given that a Meeting of the Te Anau Community Board will be held on:




Meeting Room:



Tuesday, 1 May 2018


Distinction Te Anau Hotel & Villas
64 Lakefront Drive, Te Anau


Te Anau Community Board Agenda







Rachel Cockburn


Deputy Chairperson

Sarah Greaney



Shaun Cantwell



Mary Chartres



Kara Matheson



Tony O'Loughlin



Ebel Kremer





Committee Advisor

Jenny Labruyere

Community Partnership Leader

Simon Moran

Group Manager Services and Assets

Matt Russell



Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840




Full agendas are available on Council’s Website




Terms of Reference – Community Boards


Community Boards are bodies established by statute.  Their responsibilities and powers are as delegated by the Southland District Council which are to:

·                      Represent and act as an advocate for the interest of its community.

·                      Consider and report on all matters referred to it by the Southland District Council, or any matter of interest or concern to the Community Board.

·                      Maintain an overview of services provided by the Southland District Council within the community.

·                      Consider annual estimates for expenditure within the community and recommend these to Council.

·                      Communicate with community organisations and special interest groups within the community.

·                      Undertake any other responsibilities that are delegated to it by the Southland District Council.


In addition to these activities, Community Boards will consider how best to provide for their communities, and the people who live there, into the future.


Community Board members will provide leadership by:

·                Positively representing their community and the Southland District

·                Identifying key issues that will affect their community’s future and work with Council staff and other local representatives to facilitate multi-agency collaborative opportunities.

·                Promote a shared vision for the wider community of interest area and develop ways to work with others to achieve positive outcomes


·                Community Boards will adopt a strategic focus that will enable members to:

·                Provide local representation and guidance on wider community issues, initiatives and projects.

·                Contribute to the development and promotion of community cohesion, by developing and supporting relationships across a range of stakeholders at a local, regional and national level.

·                Take part in local community forums, meetings and workshops.

·                Inform local residents and ratepayers on issues that affect them.


Community Boards shall have the following delegated powers and be accountable to Council for the exercising of these powers


Engagement and representation by:

·                Facilitating the Council’s consultation with local residents and community groups on local issues and local aspects of district wide issues including input into the Long-term Plan, Annual Plan, and policies that impact on the Board’s area.

·                Engaging with council officers on local issues and levels of service, including infrastructural, recreational, community services and parks, reserves and cemetery matters.

·                Representing the interests of the community at Council, Committee or Subcommittee meetings when a motion under debate relates to a matter that the Board considers to be of particular interest to the residents within its community.

·                Monitoring and keeping the Council informed of community aspirations and the level of satisfaction with services provided.


Financial by:

·                Approving expenditure within the limits of annual estimates.

·                Approving unbudgeted expenditure for locally funded activities up to the value of $10,000.


Rentals and leases

·                In relation to all leases of land and buildings within their own area, on behalf of Council;

§    Accepting the highest tenders for rentals of $10,000; or less per annum.

§    Approving the preferential allocation of leases where the rental is $10,000 or less per annum.



Local assets and facilities by

·                Overseeing the management of local halls and community centres which are owned by Council and where no management committee exists.  This will occur by way of relationship with officers of Southland District Council. 

·                Appoint a local liaison person responsible for community housing.


Some Community Boards have specific delegations in addition to the broad delegations above:


Stewart Island/Rakiura Community Board

·                Contributing to the development of policy relating to the governance of the Stewart Island Electrical Supply Authority (SIESA). 

·                Overseeing the management of SIESA by way of relationship with officers of Southland District Council. 


Te Anau Community Board

·                Overseeing the management of the Te Anau/Manapouri Airport by way of relationship with officers of Southland District Council.


The Community Boards can make recommendations to Council on:


Assets and Facilities

·                Annually providing feedback on any asset management plans or community services strategies applicable to the community for which the Community Board is responsible.


Rentals and leases

·                In relation to all leases of land and buildings within their own area, on behalf of Council;

§    Recommending rentals in excess of $10,000 per annum to the Group Manager Services and Assets

§    Recommending the preferential allocation of leases where the rental is in excess of $10,000 per annum to the Group Manager Services and Assets.



·                Recommending tenders less than $200,000 to the Group Manager Services and Assets.

·                Recommending tenders in excess of $200,000 to the Services and Assets Committee.

·                Recommending tenders to the Services and Assets Committee where preference is not for acceptance of the highest tenderer,



·                Recommending annual estimates to Council.

·                Recommending unbudgeted expenditure in excess of $10,000 to the Services and Assets Committee.


Local Policy

·                Considering matters referred to it by officers, the Council, its committees or subcommittees, including reports and policy and bylaw proposals relating to the provision of council services within the Board’s area; and

·                Making submissions or recommendations in response to those matters as appropriate.


The Chairperson of each Community Board is delegated with the following additional responsibilities:

·                 Approval of leases, rental agreements and the rollover of existing contracts under $1,000;

·                 Engaging with Community Board members to make submissions to the Council on behalf of the Community Board where a submission period is outside of the Community Board meeting cycle.  Where a Chairperson is unable to base a submission on a consensus among Community Board members, a Community Board meeting must be held.


Te Anau Community Board

01 May 2018



ITEM                                                                                                                                                                                  PAGE


1             Apologies                                                                                                                                                                5

2             Leave of absence                                                                                                                                                5

3             Conflict of Interest                                                                                                                                             5

4             Public Forum                                                                                                                                                         5

5             Extraordinary/Urgent Items                                                                                                                        5

6             Confirmation of Minutes                                                                                                                               8


7.1         Council Report                                                                                                                                                   15

7.2         Te Anau Community Board to Ratify Submissions to Council's Long Term Plan 2018-2028, and the closing of the Lumsden Birthing Unit.                                                                 31  

Update  Reports

8.1         Te Anau Airport Update

Matt Russell, Group Manager Services and Assets, to provide an update on the Te Anau Airport- Manapouri.


8.2         Te Anau Wastewater Discharge Project Update

Matt Russell, Group Manager Services and Assets, to provide an update on the Te Anau Wastewater Discharge Project.


8.3         Chairperson's Report

The Chairperson, Member Cockburn to report on matters with which she has been involved since the Board’s last meeting.

Councillor's Report

9.1         Councillor's Report

Councillor Kremer to report on matters from the District Council table.


1             Apologies


At the close of the agenda no apologies had been received.


2             Leave of absence


At the close of the agenda no requests for leave of absence had been received.


3             Conflict of Interest


Committee Members are reminded of the need to be vigilant to stand aside from decision-making when a conflict arises between their role as a member and any private or other external interest they might have.


4             Public Forum

Notification to speak is required by 5pm at least two days before the meeting. Further information is available on or phoning 0800 732 732.


5             Extraordinary/Urgent Items

To consider, and if thought fit, to pass a resolution to permit the committee to consider any further items which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded.

Such resolution is required to be made pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, and the Chairperson must advise:

(i)     the reason why the item was not on the Agenda, and

(ii)          the reason why the discussion of this item cannot be delayed until a subsequent meeting.

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a)    that item may be discussed at that meeting if-

(i)            that item is a minor matter relating to the general business of the local authority; and

(ii)           the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b)             no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”


6             Confirmation of Minutes

6.1          Meeting minutes of Te Anau Community Board, held on 21 February 2018.


Te Anau Community Board






Minutes of a meeting of Te Anau Community Board held in the Distinction Te Anau Hotel & Villas, 64 Lakefront Drive, Te Anau on Wednesday, 21 February 2018 at 2.00pm.





Rachel Cockburn


Deputy Chairperson

Sarah Greaney



Shaun Cantwell



Mary Chartres



Kara Matheson



Tony O'Loughlin

2.15pm Arrival


Ebel Kremer





Committee Advisor

Jenny Labruyere

Community Partnership Leader

Simon Moran

Group Manager Assets and Services

Ian Marshall

Operations Manager

Bill Witham


1             Apologies


There were no apologies.


2             Leave of absence


There were no requests for leave of absence.


3             Conflict of Interest


There were no conflicts of interest declared.


4             Public Forum


Daniel Anderson and Don McFarlane –Te Anau  Community Events Charitable Trust


Mr Anderson updated the Board with the successes or otherwise of the various events over the past year, and the benefits of the annual funding from the Board each year which assists  the Trust to generate funds for the community.


Mr Anderson also outlined events that have not taken place  over the past year and the reasons why, mostly due to some events  being difficult to raise funds from or are not being strong enough to stand alone and return a profit.


The Board was advised the Trust is working on a new modelling structure to help events return a better economic outcome, and to seek other outside funding opportunities.


Lloyd Matheson – Drones


Mr Matheson from Southern Lakes Helicopters raised his concerns with the Board in relation to drones being flown along the lakefront in close proximity to the company’s helicopter operations, and sought the Board’s support for signage to be put in place to assist with advising drone operators of restrictions in the area.


Mr Matheson provided Members with brochures his company use and commented he would be distributing these for wider use.



5             Extraordinary/Urgent Items


There were no Extraordinary/Urgent items.



6             Confirmation of Minutes



Moved Cr Kremer, seconded Member O'Loughlin 

Confirms the minutes of Te Anau Community Board meeting, held on 6 December 2017.







Te Anau Community Events Charitable Trust's report to the Community Board

Record No: R/18/2/2926


Simon Moran (Community Partnership Leader) presented this report.


This report was considered firstly to allow members of the public present to hear the Board’s discussion and decision on the Trust’s request for funding.


In discussing the report and considering the public forum presentation on the matter the Board agreed to continue with the $14,000 funding to maintain and support the Trust which in turn provides benefits back into to the community.




Moved Member Chartres, seconded Member Matheson 

That the Te Anau Community Board:

a)             Receives the report titled “Te Anau Community Events Charitable Trust's report to the Community Board” dated 9 February 2018.


b)          Agrees to continue to fund the $14,000 to the Te Anau Community Events Charitable Trust for the 18/19 financial year.





Te Anau Water Supply Update

Record No: R/18/2/3184


Bill Witham (Operations Manager, Water and Waste Services) presented the report.


Mr Witham updated the Board as was previously requested by members on a number of ongoing and planned activities to the Te Anau township water supply.


In discussing the report members believed there is a need for more education and promotion for the community, and to demonstrate how to gain better economic use of water for example linking through the building code.




Moved Deputy Chairperson Greaney, seconded Member O'Loughlin 

That the Te Anau Community Board:

a)            Receives the report titled “Te Anau Water Supply Update” dated 15 February 2018.






Council Report

Record No: R/18/2/2619


Simon Moran (Community Partnership Leader) presented the report.


Mr Moran advised the purpose of the report is to provide an overview of key issues across the Southland District Council, as well as high level issues from various Council departments.


Mr Moran informed the report highlighted various issues of interest. Particular highlights included;


  • Milford Opportunities


The Project Groups visit into Milford and workshopped the project.  The Chair commented on the lack of involvement with the local Members. Mr Moran advised this is expected to happen in the future.


  • Te Anau Wastewater Discharge Project


Members raised the issue of the purchase of the airport land for the purpose of waste disposal which raised the matter of ownership and why Te Anau Board ratepayers only are paying the airport rate and not the whole district, and requested the matter be investigated and outcome reported back to the Board.


  • Central Government
  • Water Management
  • Biodiversity
  • Community Conversation/Community Review/Representative Review Process update
  • Long Term Plan 2018-2028
  • Dog Registration Amnesty





Moved Cr Kremer, seconded Member O'Loughlin 

That the Te Anau Community Board:

a)            Receives the report titled “Council Report” dated 8 February 2018.



Committee Reports




Chairperson's Report

Record No: R/18/2/3064


The Chairperson, Member Cockburn reported on matters with which she has been involved since the Board’s previous meeting, these included;


  • The River Liaison Group has raised it’s concerns in regard to freedom camping in particular in areas where there is access to rivers.


Members believed that the freedom camping issue need to be looked at as a whole of town activity with more consideration given to providing more facilities, infrastructure and education in the future. 


Councillor Kremer updated the Board on a forthcoming meeting at a government level with all the Mayors to allow for a  national level discussion on the issues.


  • Milford Crescent safety project


  • Community Boards Representation Review Workshop to be held in Winton 1 March 2018.




 Councillor's Report



Councillor's Report

Record No: R/18/2/3067


Councillor Kremer had nothing to reported.




Public Excluded


Exclusion of the Public: Local Government Official Information and Meetings Act 1987


That the public be excluded from the following part(s) of the proceedings of this meeting.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:


C10.1    Te Anau Airport update

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48(1) for the passing of this resolution

Te Anau Airport update

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.


s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.


That the public conduct of the whole or the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists.


That the staff be permitted to remain at this meeting, after the public has been excluded, because of their knowledge of the items Te Anau Airport Update.  This knowledge, which will be of assistance in relation to the matters to be discussed, is relevant to those matters because of their knowledge on the issues discussed and meeting procedure.



The public were excluded at 3.45pm


Resolutions in relation to the confidential items are recorded in the confidential section of these minutes and are not publicly available unless released here.



The meeting concluded at 4.20pm                       CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Te Anau Community Board HELD ON 21 FEBRUARY 2018.










Te Anau Community Board

1 May 2018


Council Report

Record No:             R/18/4/8631

Author:                      Simon Moran, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information




Chief Executive

Water Issues

1        As noted previously the Stage Two report from the Havelock North Water Inquiry, was released in December 2017 and identified a number of deficiencies with the way in which drinking water services are managed across the country.

2        Following release of the report Central Government have been progressing work to make an initial set of decisions about the changes to be made to the way in which the regulation and delivery of water services is managed. It is expected that a set of initial decisions will be made by Cabinet in the next month. These are expected to include the establishment of a water regulatory agency, whose mandate is likely to extend beyond just drinking water.

3        Given the ‘connected’ nature of the water system it can be expected that the Government will take a very broad systems approach to the issues involved. Hence, this is likely to include the water quality issues that currently fall within the scope of the Regional Councils as well as the water, wastewater and stormwater services that are currently managed by territorial local authorities.

4        The establishment of an independent regulatory agency will inevitably mean a ‘raising of the standards’ that will need to be met. In turn this will create a number of increased cost pressures which local authorities will need to manage.

5        While the cost implications of new water management standards for different communities will differ it is acknowledged that there are already a number of significant pressures on rates across the local government sector. These pressures may, particularly in high growth communities lead to models that allow for the introduction of new funding partners. This is already occurring through the Crown Infrastructure Partners model being used in the central North Island. The broad range of expenditure pressures and the options for addressing these will be reviewed through the proposed local government funding inquiry.

6        In response to the recommendations coming from the stage 2 report additional funding has been included in the draft 2018 Long Term Plan, to enhance current data recording systems and to install further disinfection at the Riverton Water Treatment Plant, following the abolition of the ‘Secure Status” of all raw water sources.

Freedom Camping

7        Mayor Tong was one of 30 Mayors who met with Tourism Minister Kelvin Davis and senior officials to discuss freedom camping issues on 8 March. The discussions were wide ranging and highlighted the diversity of views that exist in relation to freedom camping and how it is best managed. The challenges facing different local authorities vary around the country.

8        The actions arising from the discussion include:

·      The establishment of a working group before the end of March to assess the situation nationally.  The group will include representation from local government, the Department of Conservation, Land Information NZ and commercial operators

·      A review of the relevant legislative and regulatory environment including the Freedom Camping Act and Camping Ground Act

·      A review of the potential to develop nationally consistent policy and other standards including signage, a warrant of fitness for self-contained vehicles and technology.

·      Consideration of the potential to have consistent regulatory approaches to managing the different types of land (eg conservation and local authority) where campers congregate.

·      A review of the options for funding the infrastructure and other services needed to support freedom camping.

9        There is a level of concern that if action is not taken to address the impacts that freedom camping is having in communities currently experiencing problems that it may begin to have an impact on the level of community support for tourism in general. Given that tourism is now NZ’s biggest export earner it is clearly important that the industry be allowed to operate and with a strong ‘social licence’ or level of community support.

10      At a local level staff are continuing to monitor the situation and have work planned to look at developing a district wide management strategy once the direction of any national policy review work becomes clearer.

Climate Change

11      The Parliamentary Commissioner for the Environment released a report titled A Zero Carbon Act for New Zealand: Revisiting Stepping stones to Paris and beyond. A copy of the report is available on the Commissioner’s website (

12      In the report the Commissioner notes that New Zealand needs to move on from a ‘stop/start’ approach to managing the impacts of climate change. It also highlights the importance of having a structured approach to both mitigation and adaptation. 

13      The recommendations included in the report, in relation to mitigation, include:

·      Any emissions reduction target/s set out in legislation must be certain;

·      That it may be appropriate to introduce emissions reduction targets in a staged manner;

·      Separate targets for different major gases may be appropriate and would provide clarity about the need to make progress on all gases;

·      The Zero Carbon Act should specify the expertise required on the Climate Commission and a process that ensures some level of cross-party consensus in the appointment of the Commissioners;

·      The Climate Commission should have an advisory role, and the Government should have responsibility for developing budgets and implementing the policies needed to achieve the budget; and

·      That the Act should lay out explicit timeframes within which the Government must detail the policies it intends to implement in response to newly enacted carbon budgets.

14      In respect of adaptation, the report recommends that the proposed Zero Carbon Act should include a process for carrying out regular national-level risk assessments and national adaptation strategy planning.  It will be important for this Council to do adaptation planning work at the district and community (eg Colac Bay and Stewart Island) level, particularly where there are significant risk issues to be managed.


15      The Climate Change Adaptation Technical Working Group is progressing work on its second report which will provide recommendations on how we should be adapting to climate change. It is expected that the Group’s recommendations will include suggested actions in the following areas:

·      The need for a planned approach to adaptation. It is important that there is a level of consistency to the planning and assessment of the adaptation risks arising from climate change ahead of it occurring

·      The development of greater information and assessment tools to assist local authorities and communities with their planning and adaptation work. The importance of developing more national guidance is highlighted by the wide variation in approaches that are currently being used in different communities across New Zealand. There is, for example, significant variability that different local authorities are making about the level of sea level rise that might occur over the next 100 years. Greater progress will be made if a consistent set of national standards on sea level could be set

·      The development of a standard national methodology and risk assessment tools to assist communities with quantifying the risk that they face and developing adaptation strategies

·      The development of greater capacity and capability across both central and local government to assist with adaptation work.

Civil Defence Review

16      The Minister of Civil Defence has been consulting widely on the recommendations made through the recent review of civil defence structures.

17      Through the consultation process it is clear that there has been a wide level of support for many of the recommendations made including the desire to ‘raise the standards’ expected and bring a more professional approach to the management of this area. This will have flow-on implications for all of the entities involved including local authorities and Emergency Management Southland.

18      One of the key issues, from a local perspective, was the recommendation to require a move to regional service delivery and funding models. While the regional service delivery model proposal is not an issue for Southland, given the existence of Emergency Management Southland, it would have significant implications for a number of other regions. It would also affect the current funding model used in Southland in that the funding responsibility would move to Environment Southland rather than being spread between the local authorities as occurs at present. As a result a strong message has been given by many across the local government sector about the need to have a degree of local decision making in each region as to what might constitute the most appropriate model.

19      The Minister will be developing a series of recommendations to go through to Cabinet in the next three months to enable the initial set of policy decisions to be made. It is expected that decisions on the future structure for the Ministry of Civil Defence and national operations centre will be deferred to be made at a later date.

Southland Regional Development Agency (SRDA)

20      In September 2017 the four Southland Councils released the statement of proposal relating to the formation of the SRDA as a council controlled organisation (CCO), to lead regional development activity.

21      There were some 105 submissions received which were considered by a Joint Committee consisting of two Councillors appointed from each of the four Southland Councils.

22      The Joint Committee has now completed its deliberations and is recommending that the Councils proceed with the formation of the new Agency as a CCO. There is a separate order paper item on the 27 March Council agenda dealing with this issue.

23      The Joint Committee has also made a number of other suggestions about the shareholding, constitution, transitional arrangements and operating framework for the SRDA. These are reflected in a series of propositions which will need to be considered further as work proceeds with establishment of the new Agency.

Tuawhenua – Provincial Growth Fund

24      The Provincial Growth Fund was launched by the Government in Gisborne on 23 February. All regions, apart from the metropolitan areas of Auckland, Wellington and Christchurch are able to access the fund. There are also five ‘surge’ regions, which do not include Southland, who will receive priority funding allocations to support their development.

25      The Fund aims to enhance economic development opportunities, create sustainable jobs, contribute to community well-being, lift the productivity potential of regions, and help meet New Zealand’s climate change targets.

26      The fund has been split into three main areas being:

·      Regional Projects and Capability. This area is for regional economic projects including feasibility studies and capability building projects.

·      Sector investment. This covers investments in major sectors such as tourism and aquaculture. The Government’s 1 billion trees programme is also being funded from this pool.

·      Enabling Infrastructure projects where major investments are needed to enable growth in regional economies. A number of rail projects being promoted across the country will be funded from this pool.

27      There are a number of detailed criteria relating to how the fund might be accessed and prioritised. These include the requirement for all projects to have regional support before they are put forward. Other key points to note include:

·      There are no set application rounds for the Fund;

·      An Independent Advisory Panel has been appointed to assist the decision-making of ministers and officials, supported by a new Regional Economic Development Unit within MBIE to work directly with regions;

·      There are different delegations in place based on the level of support being sought. While some decisions will be able to be made by senior officials and/or ministers the larger applications will need to go to Cabinet.


Te Anau Wastewater

28      Work is progressing with the implementation of the business case for the Kepler wastewater preferred option. This includes progressing the design work for the construction of a new reticulation system to transport treated wastewater from the treatment plant to the Kepler Block.

29      Initial conceptual design work is also underway for the development of a sub-surface drip irrigation (SDI) system. This work is needed to be able to develop a ‘refined’ design and cost estimate for an SDI system, as requested by Council. Ben Stratford, an engineer with experience in designing wastewater sub surface drip irrigation systems has been appointed as a peer reviewer to assist with this work. 

30      Staff are also advancing discussions with Fiordland Sewage Options (FSO) about the potential for Council to employ Peter Riddell to provide comment on the proposed SDI solution. Employing Peter, will provide an opportunity to gain a wider range of technical input to Council’s decision-making processes.

National Planning Standards

31      The Government is due to release the first set of the proposed new National Planning Standards (Standards) for consultation in April. The Standards have been introduced as part of the 2017 amendments to the Resource Management Act 1991 and are intended to standardise planning tools across New Zealand.

32      The aim of these standards is to improve consistency in plan and policy statement structure, format and content so they are easier to prepare, understand, compare and comply with. The Standards also support implementation of national policy statements and help people observe the procedural principles of the Resource Management Act 1991 (RMA).

33      The first set of Standards are expected to cover the following areas:

·      District plan structure

·      Regional plan and policy statement structures

·      District and regional plan form

·      Zones and overlays

·      Definitions

·      Incorporation of national direction

·      Metrics

·      Administrative provisions

·      Mapping

·      Accessibility of plans online.

Ouvea Premix

34      There are approximately 22,000 tonnes of Ouvea premix in Southland, located at the former paper mill in Mataura, and at sites at Awarua and Invercargill. It was owned by Taha Asia Pacific, which went into liquidation in 2016.

35      In December 2017, the Taha liquidators EY formally disclaimed the premix, leaving its disposal to interested parties, including central and local government and the landlords of the storage sites. Ouvea premix, if mixed with water, can produce ammonia gas.

A funding package of $4 million has been pulled together to have the premix removed and disposed of in an appropriate manner. The package involves a contribution from NZ Aluminium Smelter, central government, local government and the landlords.


Community and Futures Group

2018 Long Term Plan and Policies

36      The draft 2018 Long Term Plan consultation document and supporting information along with the draft Revenue and Financing Policy and draft Development and Financial Contributions Policy were adopted for consultation at the Council meeting on 27 February 2018. Audit NZ completed its review of the consultation document and the supporting documents and was present at the Council meeting to issue an unmodified audit opinion. A separate report is being prepared about the audit Management Report for the Finance and Audit Committee.

37      The consultation period opened on 7 March 2018 and runs through until 9.00am on Monday, 9 April 2018. The consultation document and the key policies are available on Council’s website and hard copies are available at each of the Area Offices. Copies of the consultation document will also be distributed to mailboxes in Southland District in the first week of the consultation period. The communications team have also put together animated videos for each of the three key issues in the consultation document which are being used on facebook, on the website and within the consultation form.

38      Following the close of the consultation period, Council staff will collate all submissions into a submission booklet for the hearings meeting which is scheduled for 18/19 April 2018.  Staff will then prepare a range of issues and options papers for consideration at the deliberations meeting on 2 May 2018. Audit NZ will also be onsite to audit the final LTP in late May, prior to Council adopting the final Long Term Plan on 20 June 2018.

MBIE Stewart Island Community Plan Update

39      In August 2017, the Ministry of Business, Innovation and Employment approached Council to lead a programme of development and consultation around opportunities and planning for the future of Stewart Island.  The catalyst behind this was the Bonamia Ostreae parasite that terminated oyster farm production on Stewart Island.  Council engaged Christchurch based independent consultant, Sandra James to undertake the work.

40      The purpose of the project was to determine the short, medium and long term community vision for the future sustainability and growth of Stewart Island Rakiura.  It would also identify the infrastructure and social structure needed to support the achievement of the overall goals.

41      This engagement has now been completed, and the consultant has spoken with over 150 residents on the island around their views and aspirations around the future of the island.  A community meeting was held on the Island on 5 March to present the overall findings and seek support in principle from the community to the proposed business cases to be put forward to government in relation to strategic leadership and wharves. The meeting was attended by representatives from MBIE, MPI, DOC, ES and Council who all provided an update on the work that they are currently undertaking on the Island. At this meeting a grant of $100,000 to support the appointment of a Predator Free project manager was also announced.  

42      The final report, submitted to Council on 27 March 2018 recommended some key themes for further investigation, and recommends to Council the development of investment proposals to MBIE. 

Welcome Ambassador Project Update

43      The purpose of this project is to develop and deliver a pilot in Te Anau that has a focus of intentional welcoming, where being a welcoming community can significantly enhance the experience of residents, ratepayers, and visitors to the area.  The pilot will be led and supported by Council’s community partnership leader, and delivered by community development through Venture Southland.

44      A public meeting was held in Te Anau on 7 March 2018 and was attended by a small and interested group of the public.  Following in-depth discussions it was agreed by the residents present to not pursue this further in Te Anau at this time, however they wanted to ensure that there may be opportunity further down the track to investigate the project.  The residents who attended felt that there were already a number of things happening in Te Anau, and that in general the township already provided a welcoming environment.   

45      It is the express intention of this project that Council and other agencies or organisations have only a supporting role, and that the level of engagement and on-going accomplishments of the group are identified, driven and led by volunteers in the community themselves.  From here, staff will have further discussions around any other townships who might be approached for expressions of interest in the project.

Community Organisation and Volunteer Sector Shared Services Pilots

46      The purpose of this project is to develop and run two pilot projects around the concept of shared services and shared service delivery within community organisations and volunteer groups within the Southland District.

47      Shared services is a concept generally supported by Central Government funding agencies and philanthropic funding bodies, and where there is significant benefit to the efficiency and effectiveness of community organisations and volunteer groups, can work extremely well.

48      From the Community Organisation and Volunteer Sector Research undertaken in 2017, and anecdotal information here in Southland and across other areas in New Zealand, we know that many community organisations and groups have identified barriers in their administration, funding for operational and staffing issues, and attracting and retaining people in skilled governance roles, such as Chairs, Secretaries and Treasurers. 

49      Council and community development staff, with the support of Community Board members in the areas, have identified Winton and Edendale-Wyndham to initiate these pilots.  Both pilots will be run concurrently and will have an urban and rural point of difference.  Community development staff will begin interviews and conversations with community organisations over the next few months to look at ways in which a shared service model around the roles of Chair, Secretary and Treasurer could be developed.  Preliminary conversations have also been made with some funding agencies and has received a favourable response to speak with them further about this concept.  The pilots will be run throughout the 2018 calendar year.

Policy and Bylaw Update

50      Currently, two draft policies are out for consultation as part of the Long Term Plan consultation process. These are the Development and Financial Contributions Policy and the Revenue and Financing Policy. Council are required to have these policies to provide predictability and certainty about sources and levels of funding. Submissions on these policies close on the 9th of April and hearings held on either 18 or 19 April 2018.

51      The draft Trade Waste Bylaw is also out for consultation. Although the Trade Waste Bylaw 2008 has been effective at controlling trade waste discharges, under section 159 of the Local Government Act 2002, the Trade Waste Bylaw 2008 is due to be reviewed in 2018. Largely the Bylaw is unchanged, but the draft Bylaw does propose to increase the maximum penalty for a breach of the Bylaw. Submissions close on 2 May, and it is proposed that hearings will be held on 16 May. 

52      A draft Dangerous, Affected and Insanitary Buildings Policy 2018 has been developed and presented to the Regulatory and Consents Committee. If adopted, the draft policy would replace the current Earthquake-Prone, Dangerous and Insanitary Buildings Policy 2011. The current policy is due to be reviewed as new statutory provisions override the parts of Council’s current Policy that relate to earthquake-prone buildings. The draft Policy will be presented to Council for its input and to approve the draft policy for consultation, later this year.

53      Council is currently in the process of reviewing the Stewart Island/Rakiura Visitor Levy Policy and Bylaw. Preliminary consultation has been undertaken, and staff are considering the feedback that has been received from internal and external stakeholders. Staff are in the process of identifying if any changes should be recommended. Possible changes to the Levy will be discussed with the Community and Policy Committee mid-year.

Council has resolved to review the Local Alcohol Policy with the Invercargill City Council (ICC) and the Gore District Council (GDC). As part of the review process, Council has also agreed to consult with, and to request information from, the Police and Inspectors and Medical Officers of Health. Feedback has been received from the Police that states the current Policy is working well, that it has been effective, and that it provides good guidelines for the alcohol industry and enforcement authorities. Staff are still waiting for feedback from the Inspectors and Medical Officers of Health, and when that feedback is received, staff will work with ICC and GDC to develop a draft policy.

Milford Opportunities Project

54      The Governance Group along with the project management team from the Opus/Xyst partnership visited Milford on 15 February so that everyone could experience the pressures of peak session, to better understand the visitor issues and opportunities and hear first-hand from some of the operators.

55      They will be looking to develop a plan that will ensure the Milford experience is outstanding for years to come and continues to create benefit for Fiordland National Park, the region and New Zealand. In the first phase of the project the Opus/Xyst team will be gathering information to understand what is currently known and what else is needed to better inform the project about the people, place, and experience.

56      They will work closely with agencies and stakeholders to gather relevant information and research reports, with this phase taking up to six months. As this phase finishes, any gaps in information will be filled through further research.

57      Ultimately, this information will feed the strategy and overall masterplan which will create a framework for the future of Milford Sound and the corridor to enhance it and the Fiordland National Park.




Te Anau Community Development Planning

58      The Te Anau Community Board is continuing to work through the suggestions that it received from the community consultation last year. The aim is to identify a range of medium to long term opportunities that the Board would like to invest in by including them in the Long Term Plan.

59      The intention is to then hold a workshop with a community focus group to discuss how and why those decisions were reached and to see whether there is a general agreement about where they have ended up. Cost estimates will then be sought for the projects which could lead to further prioritisation of the projects.

Tourism Infrastructure Fund Application

60      Work on the information needed to support the application for work at Waikawa, Monkey Island, Clifden Bridge, and Te Anau is underway in anticipation of the next funding round being announced before the middle of the year. Those sites were agreed by Council as the priority for this round and further planning work is expected to be undertaken for the district’s open spaces in the coming year.

Representation Review

61      Since last reported in December 2017, Council, the Elected Representative Working Group and staff have been concluding the pre-consultation phase of the Representation Review and preparing concepts for discussion and feedback with members of community boards and community development area subcommittees. 

62      Four feedback sessions were held in late February/early March.   Following the feedback received Council considered and refined concepts which are currently being developed into what will become the Council’s Initial Proposal that will go to Council in April for adoption for consultation.  The Initial Proposal will then be open for submissions throughout May, with submissions closing on Wednesday 6 June.  Hearings will be held in mid-June with Council adopting the Final Proposal in mid-July.    

63      In order to inform and provide context for the Local Government Commission about the representation review and the community governance review a reference document, with information including an indicative terms of reference for community boards and information about how local groups will be supported in their local community and have a relationship with their community board, will be available.

Early Childhood Education (ECE) Network Meeting

64      Staff were invited to attend a recent meeting facilitated by the Ministry of Education with representatives from the Ministry, Te Kura, Plunket, Playcentre Federation, Southern REAP and Council. 

65      The purpose was to establish a network and create an understanding of the key stakeholders working in the early childhood sector in Southland and an understanding of the issues they are currently facing. Those in attendance described their roles and programmes on offer to the community. 

66      Discussions centred around upcoming events and information sharing between agencies to get a better understanding of whether ECE facilities are attracting local families or if the families are traveling further afield to access ECE. 

67      Plunket described their work in conjunction with REAP to develop a mobile physical programme to take resources to rural areas.  REAP explained the resources they provide to Playgroups and Home-based carers in Southland and programmes they run with Sport Southland.  Playcentre advised of the changes happening at a national level and of the new guidelines being developed for use by local Playcentres.  Te Kura shared their new electronic learning platform and advised they can offer financial support for accessing laptops and broadband to enable children to take part in early childhood education even if they don’t live near an ECE provider. 

68      A further network meeting is scheduled for later in the year.

Balfour Plunket

69      The Balfour Plunket Group has moved out of their old building on Kruger Street and into the more modern Playcentre Building creating a great hub for young families in the District.  Staff have attended meetings with local, regional and national Plunket representatives to discuss options for disposal of the building (owned by Plunket) and community consultation. 

Venture Southland Community Development

70      Staff have been providing support for a number of social enterprises across Southland. This involves working with these groups to help them integrate for-profit business models that support not-for-profit community outcomes.

71      Southland has been chosen as one of five regions throughout New Zealand to pilot the Welcoming Communities programme. Venture Southland will be coordinating the initiative in the region which will significantly contribute to Southland being considered a preferred place to live and work in. 

72      As part of this initiative the Venture Southland community development team are working with Councils, the Ministry for Business, Innovation and Employment (MBIE), and Immigration NZ to draft a “Welcoming Plan” for the Southland region. This plan will support residents, migrants, immigrants, and refugees new to the region and set out how new and existing local policies, programmes, initiatives and services can be developed to support a welcoming environment.

73      The Welcoming Communities initiative has been developed in recognition that communities are healthier, happier and more productive when newcomers are welcomed and able to fully participate in the local community.  The programme encourages communities to build upon their capacity to value diversity by embracing new culture and traditions. This is achieved by communities changing their dialogue to be more welcoming so that newcomers are not expected to change their ways and potentially lose their sense of self.

74      The long term aim of the programme is for communities to benefit socially, economically and culturally. Southland has the capacity to embrace this programme which will enable shared prosperity and growth for everyone.

75      Venture Southland has recently carried out a ‘Welcoming Communities’ survey to provide a benchmark for how welcoming Southland is for newcomers to the region. The results of this survey will contribute to the development of the welcoming plan.

76      Venture Southland has carried out a survey, in partnership with Stewart Island Promotion Association, to determine support for the creation of a Dark Sky sanctuary on Stewart Island.

77      The survey received a positive response and Venture Southland is now exploring funding options to assist in the preparation of an official application to the International Dark Skies Association.

78      Venture Southland will be running their annual business survey in April to determine the outlook of the Southland business climate. The survey will be able to be filled out online on the Venture Southland website. The survey will determine where Southland companies are doing business, where they are exporting to and identify the challenges and employment trends affecting Southland businesses.


Environmental Services

Building Solutions

79      The value of consented work for the month of February 2018 is below February 2017 this is a reverse of an increase trend that started about 12 months ago. The number of consents that were issued were consistent with February 2017. The activity in farm building has rebounded on last month and is at a level similar to last year. The number of consents issued for the year is similar to last year for the same period, however there is a noted increase in the value of consented building work. There are currently 104 consents in the system 41 of these are on hold and 63 are actively progressing through the system. 

Dog Control

80      Staff have organised a dog amnesty from Monday 12 February 2018 until Friday 13 April 2018.  As at 13 March, 53 dogs had been registered under the amnesty, none of which were menacing breeds.

Environmental Health

81      Two new freedom camping ranger services have been operating in the Catlins and in Lumsden.  The Catlins service is a shared service with DOC and Clutha District Council, and is limited to daytime educational patrols. Two late night/early morning patrols by Council staff indicate high levels of compliance in the Catlins.  In Lumsden, compliance is good thanks to a trial of having additional parks for non-self-contained, however some refinement of the service will be required prior to next season.

Resource Management

82      Council has joined Environment Southland, Invercargill City Council and Gore District Council to undertake some region wide studies on landscapes, biodiversity and climate change. The Planning Team will be inputting into these projects over the next few months.


Customer Support

83      For the month of February 2018, Customer Support received 4482 calls to 0800 732 732.   There were 549 Request for Service (RFS) recorded from our customers with the top three matters related to roading, water supply and new wheelie bin requests.  We had 10,518 visitors to our libraries across the District (excluding Stewart Island and the Bookbus as there are no door counters).  We processed 17,438 payments from our customers, of the payments received, 76.6% came to us electronically through direct credit or direct debit,   1.9% cash, 8.6% eftpos and 12.8% via cheque.


84      In a major upgrade of our management system SDC Libraries will be moving to the Kōtui Platform on 3 May 2018. The base system we are using won’t show significant changes, particularly for members of the public, however the support underpinning this will be greatly enhanced for both Library staff and users.


85      On Tuesday and Wednesday, 1 and 2 May all branches will be open and delivering all services however printed receipts (those orange/yellow slips) will not be available with books taken out and the current catalogue will not be updated with transactions. Staff will be recording by pen and paper. This will ensure all data can be checked and tested prior to launch day on Thursday 3 May. We want the transition to be as smooth as possible, particularly for members of the public.


Services and Assets

Forestry (IFS)

86      The main harvest program is now underway, with a crew currently logging in the Ohai Forest.

87      With a full year program of 46,000 tonnes, there remains 35,000 tonnes to be harvested in Ohai and Waikaia Forests by the end of 2017/18.  Log prices are well up on budget, as both export and domestic demand continues.

88      The forest growing operations continue with pruning and thinning in all forests during this period.  Land preparation is also well underway for planting during winter in Ohai.

89      The Southland District Council are now eligible to claim the ETS Post 89 units for the 2013-18 period with Ministry for Primary Industries; this will be done soon.



Strategic Water and Waste

Land and Water Plan Implementation

90      Under the National Policy Statement for Freshwater Management (NPS-FM) water quality and quantity are to be maintained and improved, with any over allocation to be phased out over time.  Environment Southland is required to set environmental limits by 2025, with all ‘communities’ required to meet those limits in due course.  They are progressing this work via their proposed Water and Land Plan.

91      To assist with addressing the impacts of these changes on local authority infrastructure, Environment Southland have formed a Three Waters Officer Working Group.  The objectives of the group are to work through the implications of the new freshwater standards, develop an agreed approach to the re-consenting of local authority infrastructure and ensure that the organisational objectives are aligned.

92      Council staff and elected members from the three Southland Territorial Local Authorities, presented evidence to the hearing panel in September.  Environment Southland released the decisions made by the commissioners on 4 April. Staff will be evaluating these decisions and considering what further action, if any, is needed.

Strategic Roading

Alternative Coastal Route Seal Extension Project

93      This project is tracking slightly behind schedule but good progress is being made.  The Roading Company have around 99% of the earthworks and drainage works completed on the Otara Haldane Road section.  The first 3km along this section has now been sealed (Otara end) a further 3.5km has been fully constructed with sealing programmed for mid-March.  The 2km of Otta sealing along the tidal section and sealing of the approximately 5km of the main route to be completed during April.

Ramparts Road

94      Fulton Hogan have completed the Otta sealing of Ramparts Road to the look out.  The first signs of the Otta seal are starting to come through.  Temporary speed limit signs have been kept in place to assist curing; to help provide a good outcome and reduce the risk of issues such as corrugations occurring.

District-Wide Resurfacing Contract

95      Downer have completed the Eastern Area Contract and at the time of writing have 90% of the Western Area completed. 

LED Streetlight Replacement Programme

96      All light fittings required as part of the retrofit project have been purchased at the accelerated Financial Assistance Rate (85%).

97      Network Electrical Services are in the process of establishing a third crew on the project and believe they will be able to complete at least 65% of the network by 30 June 2018.

98      Staff are having discussions with the New Zealand Transport Agency around extending the enhanced funding assistance rate beyound the 30 June deadline, for the installation of the lighting units.  There was a significant delay in NZTA providing their approval for this work due to a change in their approval processes. The timing and resourcing issues around completing the retrofitting apply in a number of regions and have been discussed at a national level with a paper being presented to the NZTA Board in April.

Community Facilities and Housing Review

99      Morrison Low have recently completed a service delivery review, as required under section 17A of the Local Government Act 2002, for our community facilities and community housing services. The report was presented to the 27 March Council meeting and so a copy of the report is available on Council’s website.

100    The report notes that Council currently has some 65 contracts in place for managing the delivery of its community facility services. It notes that there is an opportunity to streamline the current approach by looking to standardise and then consolidate a number of the current contracts. A work programme to look at how this might be achieved is to be developed and will be reported back to the Services and Assets Committee.

101    In relation to community housing Morrison Low recommend that Council proceed to develop a business case to review and evaluate in more depth the pros and cons of each of the delivery models that might be available for the delivery of this service. The range of options available obviously include a continuation of the current model or a change to having the service delivered by, for example, external non-profit community groups such as a health or social service trust or a complete exit from the service altogether.  There is obviously a considerable amount of work to be done to fully evaluate the range of options that are available within Southland.  As a result evaluation of these options will take some time.

Te Anau - finance and projects

102    Income is relatively on track year to date with slight overs or unders, but due to the timing of invoicing or other factors should even out again at financial year end.

103    Operational Expenditure budgets are tracking under Year To Date (YTD) budget overall, this can be attributed to timing of invoices or other factors such as unbudgeted grants as detailed below.

104    Administration expenses are tracking over budget YTD due to the funding of the new pontoon from the Admin – general Projects budget. This new pontoon was installed by the Te Anau Boat Club prior to Christmas and the Grant to the Godzone event being held in Te Anau in 2018. The GodZone grant money being unbudgeted expenditure does not show in the Annual budget figures.

105    Library operational costs are over the YTD budget mostly due to more people hours being needed than originally budgeted.

106    Operating Costs business unit income is showing under YTD being due to the timing of payments for Rentals income. At the time of reporting the grant to the Trails Trust for maintenance shows but the grant for cycle branding is still to come. Broadcasting and Freedom Camping have been fully funded. Festive Decorations and Events, Pest Control and General Projects are running under currently.

107    Stormwater expenditure has no costs to Operating Costs or Extra Monitoring, but has seen resource consent expenses and an internal rates income adjustment has further increased the underspend value.

108    Beautification expenditure is running under mainly due to no costs to the Hanging Baskets budget line not being utilised and tracking under in Maintenance General YTD.

109    Sportsground/Boating expenditure is under due to Material Damage Insurance costs being under and Maintenance General being under YTD.

110    Lakefront expenditure is tracking under for Maintenance Gardening YTD.

111    Parks & Reserves General expenditure is tracking under mainly through lower YTD maintenance gardening and general budget lines.

112    Luxmore Subdivision income shows low actual and budget YTD value versus Budget full year as the majority of income is through interest on reserve and would be completed at year end. The $40,000 grant to Fiordland Retirement Housing Trust from the Luxmore Subdivision reserve makes up the majority of the expenditure. This was unbudgeted expenditure approved by the CB (14th June meeting) and Council (21 June meeting) to be funded through the Luxmore Subdivision reserve.

113    Library capital costs are for Furniture/Fittings and Library Book acquisition and are running under budget for both aspects.

114    Streetworks capital costs consist mainly of street light works are being priced to replace the Te Anau Terrace light poles in conjunction with the LED lighting District Project this will likely be delayed due to it being a district wide project and carried forward to the next financial year. The Wong Way street lighting options are being investigated by the CE with further discussions with the business owners and TACB in determining options. Minor footpath and Kerb & Channel renewal budgets still remain as projects for this business unit but will be treated as per operational/ maintenance budgets.

115    Stormwater Drainage - Te Anau has a condition assessment project budgeted for this financial year. This has not been actioned or investigated to date.

116    Parks and Reserves - General capital costs consist of $22,400 ex GST for the refurbishment of the “Sputniks”, which has been completed. This project has also received the funding contribution of $8,000 incl GST from the Te Anau Lions Club. Water Park - New Track ($30,000) under Parks and Reserves. We are still awaiting an MOU with DOC around access through their land opposite the Water Park to enable a linking track between the Water Park and Ivon Wilson Park as highlighted in the Noble report and supported by the Board. The balance for the Skate Park Upgrade (Pump Track $12,643) has had the shade sail and pad completed with the Drinking fountain that was programmed for March is delayed until the location of the gas services onsite is identified.








That the Te Anau Community Board:

a)            Receives the report titled “Council Report” dated 16 April 2018.





There are no attachments for this report. 


Te Anau Community Board

1 May 2018


Te Anau Community Board to Ratify Submissions to Council's Long Term Plan 2018-2028, and the closing of the Lumsden Birthing Unit.

Record No:             R/18/4/7961

Author:                      Jenny Labruyere, Committee Advisor/Customer Support Partner

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information





1        The purpose of the report is to retrospectively ratify the Te Anau Community Board’s submission to the Southland District Council’s Long Term Plan Consultation 2018-2028, and the Board’s submission to the Southland District Health Board on the proposed closure of the Lumsden Birthing Unit.





That the Te Anau Community Board:

a)            Receives the report titled “Te Anau Community Board to Ratify Submissions to Council's Long Term Plan 2018-2028, and the closing of the Lumsden Birthing Unit. dated 11 April 2018.


b)           Ratifies the submission to the Southland District Council’s Long Term Plan 2018-2028.


c)            Ratifies the submission to the Southland District Health Board on the proposed closure of the Lumsden Birthing Unit.





a             Submission from Te Anau Community Board (Rachel Cockburn) - Draft  Long Term Plan Consultation 2018/2028 and Policies (loaded into Consult 24_77)

b             Submission to Southland District Health Board from Te Anau Community Board    


Te Anau Community Board

01 May 2018



Te Anau Community Board

01 May 2018


Submission regarding proposed changes to Primary Maternity System - Southern

Te Anau Community Board, Southland District Council

Thank you for the opportunity to submit on the proposed changes to the Primary Maternity System in the Southern Area.  Primarily our submission relates to the Northern Southland (NS) and Fiordland area, although we have taken in to account the broader District.

To begin with we would like to refer you to the MOH Consultation Guidelines which identifies on page 14 point 7 that consultation should be carried out “for not less than a month” and up to three months.  Our community has had approximately 2 weeks (including extended time) which does not meet your obligations under the Act.  We would ask that this should be extended immediately.  The guidelines are clear on who should be consulted and how, and as a community (both NS and Fiordland), we feel we have been completely left out of the crucial initial consultation during this process.

The Board would also like an understanding of the submissions received and what due consideration they will be given to the final outcome.  We are unclear on the parameters set around this consultation and we would like some reassurance that the feedback will be part of the final decision.$file/consultation-guidelines-links.pdf

The Te Anau Community Board opposes closing the Lumsden Primary Birthing Unit.

·      Public meetings, the protest march and sector group meetings have all identified a strong and clear message to retain Lumsden as a Primary Birthing Facility

·      Closure will mean the loss of a 24 hour back up midwife which will cause a breakdown in the already vulnerable LMC coverage for our Northern Southland and Fiordland area

·      Closure is likely to destabilise the Northern Southland Medical Trust (NSMT) cluster of services including GP services and cause a loss of crucial services in this rural area

·      Takes away choice for pregnant rurally isolated women

·      Significantly increases traveling time for mothers who already face challenging and frightening travel conditions to reach Lumsden.  The extra 30-60 mins to Winton or Invercargill is significant, despite comments from the SDHB representatives saying it is not.

·      Increases significantly the risk and safety levels for pregnant women and babies, with potentially more roadside births for example.

·      The creation of the proposed hubs would add very little to the services and collaboration already happening within the Fiordland and NS area.  Relying on these Hubs to handle emergency conditions is a backwards step in the level of care and expertise that rural isolated communities have a right to access.

·      The Board are aware of the potential negative impact on our ability to attract young families to our area if we lose the Primary Birth centre in Lumsden.  We need to attract young families to our region, as their contribution to the workforce and economy of the area is essential for continued growth.  Loss of the unit would be a considerable disincentive for families to make Fiordland or NS their home.

Incorrect Statistical Data and Catchment Area

·      The Primary Facilities report uses out of date data and incorrect predictions along with incorrect catchment areas

·      Growth predictions in the report incorporate all of Southland which shows negative growth, while the data needing to be looked at for Lumsden should consider the projections for the catchment areas of NS and Fiordland which are significantly more positive than Southland as a whole

·      The catchment as discussed in the various consultation meetings excludes several areas that historically feed in to Lumsden such as Waikaia, Athol, Garston, Kingston and even Queenstown and Arrowtown (due to the numbers of women from these areas who birth at Lumsden currently)

·      Te Anau is looking at record section sales and building consents, showing consistent growth.

·      Venture Southland analysis of projected growth identified approximately 45-50 families per year to move in to Te Anau over the next 5 years.  The Primary School is growing rapidly now to cater for the population growth in the area, with the Ministry of Education recently adding two new classrooms to provide for the increased school roll.

·      Kingston Township is growing rapidly due to the overflow from Queenstown, with a 1000 section subdivision currently on stream which will change the face of this area in the next 2-5 years.

·      Census data is due to start being released in October which will help present actual current growth and assist with realistic projections of growth going forward

·      The Service Coverage Schedule clearly identifies the requirement to provide a Primary Birthing Unit for every 100 pregnancies in a catchment more than 60 minutes from a Secondary Hospital.  Appendix One of this submission shows that both pregnancies and births surpass this number currently, and this is predicted to grow.

·      Attached in Appendix One are a snapshot of the antenatal bloods, pregnancies by post code, Plunket numbers and births at Lumsden for most (but not all) of the catchment area.  These clearly show that numbers exceed the 100 pregnancies in an area over 60mins from a secondary hospital.

Preference for Lumsden as our Primary Birthing Centre

·      The Te Anau Community, through several meetings have identified a preference for Lumsden as a central place to have a Primary Birthing Centre, considering its geographical location for both Fiordland and NS

·      As stated in the SDHB report, parents prefer to travel towards a base hospital, and Lumsden is significantly closer to the hospital than the outlying areas of Te Anau and Kingston

·      Women from NS would not travel to a birthing centre in Te Anau

·      Southland Hospital is already stretched to its limits at times, and as stated in the SDHB report should not be a targeted venue for normal, healthy births

·      Winton has stated to the NSMT that it does not have capacity for Lumsden’s births, and as most Fiordland parents would head that way (due to it being closer to the base hospital), it would likely exceed capacity quickly.

·      SDHB during meetings have suggested that a higher reliance on emergency services would be required if Lumsden closes for transfers or emergency births.  This is absolutely counterproductive as our emergency services are already under significant pressure from the increasing tourism numbers to Fiordland and would be extremely costly if looking to use helicopter support as was suggested.  This is not an appropriate solution for catering for births in a growing, rurally isolated community.  Emergency services are for true emergencies, not to mop up a growing gap between the reduction in health services in rural communities and the actual requirements for service.

·      The cheapest option for the provision of high quality Primary Birthing are the existing units, therefore it makes more sense to retain Lumsden than spend scarce funding on upgrading Winton or other areas to cope with increased capacity.

·      This existing facility in Lumsden is providing a very high standard of care for clients, providing more positive health outcomes for mums and babies going forward

·      The Primary Maternity Services report 2017 states on page 10: “The MOH is committed to rural health care services and care closer to home and, with the National Maternal Monitoring Group, support strengthening primary maternity services including timely, equitable access to community based primary maternity care particularly for women living in rural areas.”  We ask you to stand by your own commitments.

Key Concerns or Queries

·      What genuine ground proofing has been done to establish the capacity of Winton, Gore or Invercargill?  There was no actual evidence provided during meetings to show any thorough understanding of capacity issues.  The feel of those professionals involved in the industry in Southland is that this will further stretch an already strained system and increase risk while decreasing the safety of pregnant mothers and their babies.

·      An understanding of ‘actuals’ is crucial to show correct trends.  This is clearly lacking.

·      Including transfers back from Southland Hospital to Lumsden for postnatal care in the ‘actuals’ is required to show the significant workload these stays place on the unit and the pressure it places on the units funding.

·      Need to take in to account the years that closures or staff redundancies impacted the birthing numbers in Lumsden.  Using data from these instances does not show a true account of how this facility would operate if given appropriate funding and support from the SDHB.  The variations in numbers of births over the last 5 years are from a lack of funding causing instability of the Lumsden unit, for staff and potential patients, not from a natural ebb and flow in birthing numbers.

·      Need to note that the current instability surrounding Lumsden is already having an impact on parent’s decision on where to birth.  This is going to affect Lumsden 2018 birth numbers.

·      With both Wanaka and NS/Fiordland showing indications of growth, we would support increased funding for these regions rather than distributing existing funding.

·      A concern that the closure of Tuatapere shows a general trend towards withdrawal of services in rurally isolated areas.  The creation of a ‘Hub’ to replace the birthing unit has not been a success which undermines the proposal to create them around other areas of the Southern Region.

·      There is currently a lack of promotion and education to both pregnant women and health care workers as to the benefits of primary birth facilities as an option for birthing or postnatal transfers.  The reduced secondary care interventions and improved outcomes from primary birthing ultimately lead to savings in our health dollar.  Promoting primary birthing would lead to better utilisation of these facilities.

·      We would like to see research conducted on the longer-term cost benefits of primary birthing versus secondary interventions.

·      Before any further decisions are made we also ask the SDHB to:

◦      Provide and agree on ‘actuals’ in relation to current census data, births, and pregnancies for the catchment

◦      Understand the outcome of the current LMC negotiations and the May budget to assist in determining the viability of Lumsden going forward, in partnership with the NSMT

◦      Agree on realistic growth projections for the catchment

Appendix Two contains a summary of some of the feedback from parents from our communities who have experienced Lumsden Maternity, Southland Hospital and postnatal transfers back to Lumsden.  This feedback gives life to the fight to retain Lumsden as a Primary Birthing Unit.  It is not just about numbers, the reality faced by families living in rural, isolated communities, and their rights to access quality health care must also be considered.

Thank you for the opportunity to participate in this submission process.  It is clear to the broader region that there is strong support for retaining the Lumsden Primary Birthing Unit and the Te Anau Community Board hopes the SDHB can support the retention of this unit well into the future.



Te Anau Community Board

Southland District Council


Te Anau Community Board

01 May 2018


Appendix One:  Data regarding Lumsden Maternity Catchment


Antenatal Bloods

Births Lumsden

PN stays from transfers in

Plunket Figures

Pregnancy no by postcode

























* Birth figures are from April – March 2017/18, year not finished yet


Antenatal Bloods: Jan-Dec year; Includes Te Anau, Lumsden, Balfour, Mossburn, Athol, Garston only

Births: April-March year; provided by NSMT as actuals

Plunket Figures: 1 July-30 June year; n/a figures due to a change in the way data collected from 2016

Includes Births: Balfour; Te Anau; Dipton; Lumsden; Mossburn; Riversdale; Waikaia only

Pregnancy Numbers by Post Code: according to post codes in the Lumsden Maternity catchment area



Appendix Two:  Summary of Community Feedback – Lumsden Maternity Unit

Distance from Base Hospital

The 1 hour plus drive expectant parents face currently from Te Anau (or Northern Southland) to Lumsden has been described by expecting Mothers and Fathers as:

·      Dark, painful and frightening

·      Being terrified, highly emotional and in pain

·      Filled with anxiety and feeling vulnerable because of the length of time travelling

·      Beyond what any women should go through

·      Many literally drive through snow, flooded or swollen rivers and surface flooding, causing significantly slow trips

·      The proposed 2 hours is a ludicrous expectation for mothers in labour to go through

·      Many mothers mentioned they would not have made it to Kew in time.  Many comments mentioning only just making it to Lumsden in time.

·      Midwives and mothers believe there would be many road side births, potentially in the dark, snow, frost, rain or heat and heavy tourist traffic, on an already dangerous road

·      Significant areas of bad or no cell phone coverage between Te Anau, NS and Invercargill

·      Mums due in winter are already feeling very concerned about facing the potential 2-hour drive on a treacherous road

·      Current instability already having an impact on potential bookings for Lumsden

·      Would you make the Prime Minister travel this far to birth?

Benefits of retaining Lumsden Maternity Unit

The services offered at Lumsden meet or exceed expectations:

·      A relaxing, calm and serene birthing unit providing detailed care, comfort and knowledge for parents

·      After care support and advice is invaluable

·      Necessary to enable family to have close connections with Mothers and newborns; less travelling time and ability to stay onsite and be part of bonding

·      Babies born urgently or with issues, Lumsden has provided a crucial stop to stabilize and assess before moving on to Kew if necessary.

·      Some attribute Lumsden to saving the life of their baby.  Travelling to Kew would have been too late and exceptionally dangerous if driver and passenger are anxious.

·      Postnatal care at Lumsden is integral to developing confidence as a parent, along with postnatal mental health. 

·      Staff have the time and patience to teach families how to cope with various issues which is crucial, especially when living in isolated communities, often with very little family support.

·      Families leaving feeling relaxed, comfortable and confident (unlike those who experienced birth at the base hospital)

Disadvantages of relying on the Base Hospital for Birthing

Feedback from those living in rurally isolated communities experiencing Southland Hospital is not all positive

·      With no disrespect to the staff at Kew hospital intended, they work extremely hard in sometimes difficult and trying circumstances

·      Closing Lumsden will further overload Kew who are often at capacity or more.  The hospital is sometimes closed for births, deflecting them to Dunedin Hospital instead.

·      Families from our rurally isolated areas often provide negative feedback of their experiences in the hospital, as compared to the support they are able to get at birthing centres such as Lumsden.

·      Beds are often full in the birthing unit, having to labour or birth in other areas in hospital including corridors, no rooms available for new mums.

·      People have often been sent home within hours of being transferred to hospital very soon after delivery due to no space.  These are often the same people who have been transported by ambulance from Lumsden or further afield, and live in a rurally isolated area. 

·      They have had little or no support or care with initial difficulties due to the busy nature of the hospital and are left feeling vulnerable and isolated. 

General Comments

·      Don’t penalise families who live in rural, remote areas.  We accept having to travel for everything else, but don’t compromise on women and baby’s health and comfort.

·      Isolated communities like Te Anau are now more transient by nature and therefore have limited whanau or community support.  So, immediate postnatal care prior to being sent home is important.

·      The current primary care model is consistent with good wellbeing for mothers, families and the babies.  People in rural areas deserve the level of service and choice.  We deserve equitable close access to birthing facilities and inpatient postnatal services too.

·      The current LMC funding model seems unsustainable (throughout NZ and especially in rural communities).  Midwives and Doctors need to be involved without the issue of funding being a concern. 

·      Need to consider the Governments bigger picture – one of regional development.  We need to actively facilitate professional jobs in our regions to support healthy isolated communities.

·      If considering a Primary Birth Service in Invercargill (as Primary Birth facilities show better outcomes) why don’t you close Winton and leave Lumsden open? 

Statistics Summary – Venture Southland

Below is a snapshot of Northern Southland and Te Anau to give support for the retention of a birthing unit in Lumsden (more detailed info to come from VS):

·      Te Anau is facing significant growth over the past two years and looks set to continue.

·      In 2016, well over 100 sections on the market which weren’t selling off the back of the GFC.  They were mostly all sold by end 2017.  A significant boom.

·      Expected extra 45 families per year to move in to Te Anau (2015 figures, now expected to be higher)

·      Increased number of people moving to Northern Southland (Athol, Garston) and Kingston due to pressure in Queenstown.

·      1000 section subdivision planned for Kingston to help cope with growth in Queenstown.

·      29% increase in FIT (Free independent travelers) in to Milford, and general traffic up dramatically from last year.

·      Due to hit a record 1 million travelers to Milford this year via Te Anau (was half a million only a few years ago).  Unprecedented growth well ahead of predictions requiring a surge in employment and support services, and therefore growth in our NS and Fiordland communities.

·      The tourism industry is providing a rapidly changing space in Northern Southland and Fiordland.

·      Solid growth is expected to continue.

·      Te Anau is the most remote area from a base hospital of anywhere in New Zealand.

Travel Times





Te Anau



58 mins

Te Anau



89 mins

Te Anau



120 mins




34 mins




30 mins




65 mins




43 mins




36 mins